national workshop on industrial...

National Workshop on Industrial

Involvement

Sosnowiec, Poland

16 -17 October 2018

Industrial Involvement andInternational codes/standards - technical requirements

Humberto Werdine Viotti Masahiro Yagi (IAEA)

Senior Executive Consultant

[email protected]

mailto:[email protected]

2

The required efforts to face a new importantchallenge is similar to climbing a mountainshrouded in clouds. We cannot describe its top or becertain that there may not be unforeseen and perhapsinsurmountable obstacles on the way. But we mustbe prepared to undertake the journey in the belief thatthe summit will never come into view unless we beginthe ascent and deal with the initial difficultiesimmediately before us.US Senator Sam NunnUS Former Secretary of State Henry Kissinger

NYT, 7 July 2009

Industry x Local Involvement

• “Industrial involvement” is defined as the sum of the entire

industrial capability required to support a safe and reliable

nuclear power programme, of which a subset is “local

industrial involvement”, provided by local or national

organizations.

• Both concepts are important for a State considering a

nuclear power programme. Industrial involvement is needed

to meet the depth, breadth and quality of industrial capacity

necessary for a nuclear power programme. Local industrial

involvement is required to make well informed decisions

about which parts of industrial involvement need to be

developed locally.

In a number of Member States, increasing national industrial

involvement in the nuclear power programme developed over

time has had spin-off benefits for other industrial sectors.

These are attributable to the acquired technological capability

and the high quality levels developed for the nuclear power

programme.

Benefits of Localization

• Turnkey Contractor

– Secure supply chain

– Reduction of manpower

resources

– Logistic savings

– Local requirements

• Government

– Job creation

– Support to high skilled job

development

– Impact on GDP growth

– Justifying NPP project

ESWP Drain Pipes Air Filters

Pullies Sleeves

• National/Local Industries

‒ Technology transfer

‒ Partnerships

‒ Access to world market

for nuclear power/non-

nuclear areas(spin-off)

How to develop industrial

involvement

❑ Industrial involvement depends on each country’s situation

There is NO single solution.

❑ IAEA assistance on Industrial Involvement

❖ Publishing Technical

document

❖ Information/experience

sharing

Technical Meeting in France and China (2013,

2014 and 2017)

Training Course in France (2014 and 2016)

National WS (Uganda, Turkey, Egypt and so on)

NG-T-3.4

Country needs to

develop/prepare/conduct;

❑ national/local industries’ capacity

surveys

❑ establishing policies, identifying

target areas

❑ establishing industrial standards

and quality assurance mechanisms

❑ capacity building activities and

incentives

• national R&D programme

• establishing partnership with

experienced companies for

technology transfer

• official long-term and low-

interest loan for capital

investment

❑ National/local,

governmental/industries’

investment

❑ negotiation with EPC contractor,

strategic partner

Nuclear Power Project and National

Involvement

8

Major Entry

Point

These are all goods and services that are needed to initiate a NP

programme. For most new programmes these goods and services are in

support of getting the first NPP units in operation.

Industrial involvement includes following areas; Engineering,

Manufacturing, Construction, Commissioning, Operation and

maintenance, Technical support Services

The IAEA Milestones Approach for

Nuclear Power Infrastructure Development

The Milestones Approach is

holistic and considers

19 specific infrastructure issues

NG-G-3.1 issued in 2007

Updated in 2015

9

10

Preparing for

assuming

commitments &

obligations

Infr

as

tru

ctu

re d

eve

lop

me

nt

pro

gra

m1

st . N

PP

Pro

jec

t

Commissioning

Operation / decommissioning

Nuclear power option included

within the

national energy strategy

10 – 15 years

PHASE 2

PHASE 3

PHASE 1

MILESTONE 1Ready to make a knowledgeable

commitment

to a nuclear programme

MILESTONE 2Ready to invite bids

for the first NPP

MILESTONE 3Ready to commission and

operate the first NPP

Feasibility study Bidding process

Pre project Project decision making Construction

Considerations before a

decision to launch a nuclear

power programme is taken

Preparatory work for the

construction of a NPP after a

policy decision has been

taken

Activities to implement a

first NPP

Maintenance and continuous

infrastructure improvement

INFRASTRUCTURE DEVELOPMENT PROGRAMME

Action Responsible organizationCompleted

Yes No

Ensure that the NEPIO is staffed or supported by individuals who have knowledge of both local

industrial capabilities and the industrial involvement needed for a nuclear power programmeNEPIO

Include industrial involvement as a topic area in the PFS of the nuclear power programme NEPIO

Initiate dialogue with potential NSSS vendors NEPIO and prospective

owner/operator (if determined)

Initiate government–government dialogue with the countries of origin of potential suppliersNEPIO and cognizant

ministries/agencies

Invite selected potential suppliers and leading local industrial organizations to a working session to

discuss industrial involvement issues such as industrial codes and standards, regulatory/licensing

approaches and local industrial involvement in construction and erection

NEPIO and prospective


Consider opportunities to provide key staff with knowledge of industrial involvement for a nuclear

power programme through working alongside NSSS vendors or operating organization personnel

for an established nuclear power programme



Ensure PFS includes determination of realistic goals concerning local industrial involvement based

upon study of associated risks and benefits of various alternatives as well as identification of

technology transfer goals

NEPIO

Establish mechanisms to build interest and support of local industry in the potential nuclear power

programme



Conduct surveys to identify local companies potentially capable of participating in a nuclear power

programme



Develop a draft policy and approach for the management system (including quality control and

quality assurance) to be used for the nuclear power programme



Determine a suitable contracting approach for the first nuclear power plant project given the

industrial involvement and other considerationsGovernment

Propose a government policy with respect to national or local industrial involvement if the nuclear

power programme proceedsNEPIO

Detail Check sheets in NG-T-3.4

(e.g. Phase 1)

12

Industrial involvement : Phase 2 (BBI)

In preparation of bid specification, based on additional investigation on the

local capabilities in phase 2, NEPIO should

Consider;

➢ Which national or local suppliers can reliably supply commodities,

components or services to nuclear related or non-nuclear portions of

the NPP,

➢ What upgrades in skills and capabilities are realistic in a time frame to

support nuclear construction,

Determine;

➢ Bid specification in accordance with those decisions. Information about

domestic industry capabilities and requirements related to technology

transfer should be included in the BIS.

Develop;

➢ Industrial Involvement Strategy (Specific plan - capacity building,

target areas /percentage)

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Industrial involvement : Phase 3 (C)

NEPIO/Government

➢ Coordinate/implement Industrial Involvement Policy and Strategy

(capacity building, incentives)

Owner/Operator/Utility

➢ Reassessment of the sources of supply to support operation

➢ If the national and local industrial structure has progressed sufficiently,

the supply of spare parts, consumable supplies, maintenance services

and services can be allocated accordingly

Local manufacturer

➢ Investment

➢ Capacity building

➢ Localization (technology transfer)

National/local industries

➢ Establish nuclear industrial association

The interfaces among the partners

• To lessen the natural friction interfaces between the

local supply chain and the Owners Engineer entity,

it is paramount that a common/similar management

system should be developed and implemented

very soon in the process.

• For that, the IAEA recommends the development of

a Process based Management System, where

safety is considered and integrated into the

processes.

The need of a Process based

Management System

The requirements for a management system are established in GS-R-Part 2 Leadership and Management for Safety and are intended to ensure that

safety is properly taken into account in all

the activities of an organization.

A management system that ensures this is

often referred to as an integrated

management system or simply IMS.

The management system approach identified

in the IAEA’s safety standards publications

also requires increased attention to

organizational processes.

NG – T- 1.3 Development and Implementation

of a Process based Managment System

Establishing a process based

management system involves a

transition from programmes or

systems based on a hierarchical

management structure with

dedicated quality assurance,

quality control or quality

management organizations

based on historical standards.

Quality

Control

Quality

Assurance

Quality

Management

(Integrated)

Management

Systems

Time

Safe

ty &

Per

form

an

ceIAEA’s Approach to Management Systems

50-C-QA

1985-88

50-C/SG-Q

1996

GS-R-3

GS-G-3.1

GS-G-3.5

2006-

2009

GSR

Part 2

2015

Leadership and

Management for Safety


Management System

Consequently, users of the Quality Assurance Code1 and of

superseded IAEA safety publications on quality assurance, the

International Organization for Standardization (ISO) 9001

standard or ASME-NQA-1-2008 and related addenda on

quality management may at first find it challenging to

implement the latest IAEA safety standards for management

systems.


Management System

In addition to the challenges associated with conceptual and

scope shifts, organizations may be concerned that the

adoption of a management system based on GS-R-Part 2 may

result in the loss of certifications or qualifications acquired

under the ISO standards umbrella, for example.

This concern will be lessened by an understanding of the latest

IAEA requirements for management systems, and of what the

transition to a process based management system and

meeting the new requirements actually entails.


Management System

A process based management system enhances traditional

quality programmes, and, when properly implemented, enables

the organization to satisfy external agencies and registrars for

certification of management systems such as ISO 9001,

ISO 14001, OHSAS 18001, and regulatory acceptance of

security and safeguards programmes.


Management System

It also ensures knowledge retention and the retention of all

important aspects of existing programmes.

As part of implementation, and to facilitate the same,

organizations can develop maps, descriptions and other

documents demonstrating how the certified quality assurance

and quality management programmes have been addressed in

the process based management system documents.

So, the key to this new methodology is the

development of processes, with all important activities

and decision points well identified, including all safety

related matters into them.

Successful industrial involvement

components• Strong and stable national commitment to the nuclear power

programme/project

– Continuous investment under the government leadership

– Private investment depends on governmental stable commitment

• Synergy between the nuclear power programme and the other national

development programmes

– Strategies for securing manpower and establishing a self-reliant

education system

– NPP programme (Industrial involvement) and Industrial policy

• Industry Initiative with a business Plan

– Clear definition of responsibilities and rights in NPP contracts

• Establishing close partnership with vendor and experiences suppliers for

industrial involvement and technology transfer

Risks of industrial involvement

1. Cost

• Requiring national/local investment for capital investment

(machine tools, moulds), the cost of developing industrial

capability

• Technical know-how affects productivity

2. Quality and safety

3. Stability of delivery

✓ One day delay of the construction causes additional

expenditure of more than 1 M$ per day.

Summary

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1. NP programme will trigger off developing national industries

through self-efforts and technology transfer

2. NP requires high level technology and effective industrial

relation. Only national/local industries that can meet such

condition can join the programme.

3. NEPIO has an important role to develop industrial

involvement policy, conduct industrial capacity survey and

facilitate capacity building of domestic industries

Summary

26

4. The IAEA offers continuous services to help MS on Industrial

Involvement. The document NG T 3.4 on Industrial

Involvement, should be used by the newcomers.

5. Process based Management System – as described in the

document NG T.1.3, when well implemented since the beginning

will lessen the difficulties among the supply chain and the Owner

of the asset.

6. A sound Management System – as described in the document

GSR Part 2 will significantly help a comprehensive oversight

control of the plant construction.

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Thanks for your attention!

…atoms for peace.

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